Local Wisdom Commodification as a Branding Strategy to Attract Generation Z tourists: Evidence From Jombang Batik

Authors

  • Ousama Arrahman Institut Teknologi dan Bisnis Dewantara Jombang Indonesia
  • Nuri Purwanto Institut Teknologi dan Bisnis Dewantara Jombang Indonesia

DOI:

https://doi.org/10.29407/r0aqvh39

Abstract

Research aim : This study examines the role of local wisdom commodification in Jombang as a branding strategy to attract Generation Z tourists toward sustainable tourism, using Jombangan batik with Arimbi motif as the cultural medium.

Design/Methode/Approach : A quantitative explanatory approach was applied using SEM-PLS. Data were collected from 100 Generation Z respondents through purposive sampling and analyzed using a five-point Likert scale questionnaire.

Research Finding : The findings show that local wisdom commodification significantly influences branding strategy. Branding also has a strong positive effect on tourist interest and partially mediates the relationship, with indirect effects stronger than direct effects.

Theoretical contribution/Originality : This study integrates cultural commodification, branding strategy, and Generation Z behavior into a unified framework. Its novelty lies in positioning batik as a medium for sustainable tourism branding.

Practitionel/Policy implication : Tourism stakeholders should adopt innovative, digital-based branding strategies that preserve cultural authenticity to enhance destination competitiveness and sustainability.

Research limitation : The study is limited by sample size and local scope. Future research should expand samples and include variables such as digital engagement and perceived authenticity

Keywords:

Local wisdom commodification; branding strategy; Generation Z; sustainable tourism; cultural tourism

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References

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Published

2026-04-29

How to Cite

Local Wisdom Commodification as a Branding Strategy to Attract Generation Z tourists: Evidence From Jombang Batik. (2026). Proceeding Kilisuci International Conference on Economic & Business, 4, 281-294. https://doi.org/10.29407/r0aqvh39

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